Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698945723749.pdf (South Africa)
III.

DELIVERING THE STRATEGY - ORGANISATION AND RESOURCES Values: Constitutionality We subscribe to social justice, fundamental human rights and the democratic values of human dignity, equality and freedom as listed in the Bill of Rights, a cornerstone of democracy in South Africa.

People-centredness We respect all our people, honour our integrity and are committed to service delivery.

Co-operative government We co-operate with other spheres of government.
Professionalism and good institutional governance We are accountable and transparent, provide value for money, are customer-focused and strive for the highest service quality.

STRATEGIC PLAN FOR THIRD PARLIAMENT 47 III.

DELIVERING THE STRATEGY ORGANISATION AND RESOURCES 3.1 VALUES Our values guide the management of Parliament.
Our values are formed by Constitutionality We subscribe to social justice, fundamental human rights and the democratic values of human dignity, equality and freedom as that which we treasure and hold dear.

It listed in the Bill of Rights, a cornerstone of forms the foundation that will give rise democracy in South Africa.

to policies, which provide guidance in the implementation of everyday services and projects.
People-centredness We respect all our people, honour our integrity and are committed to service The values of Parliament are derived from delivery.

the role that Parliament plays in the context of our democracy.

Therefore our values are formed by the people of South Africa, the Co-operative government We co-operate with other spheres of Constitution, our co-operation with other government.
arms of government, and our will to act with professionalism and good institutional Professionalism and good institutional governance.

We keenly believe in the following: governance We are accountable and transparent, provide value for money, are customer-focused and strive for the highest service quality.

48 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY 3.1.a Constitutionality life of all citizens and to free the potential of each person.
We are responsive to the We are, ﬁ rstly, guided by all the values and needs of the people, and are committed to principles embedded in the Constitution service delivery and acting with integrity.

– our foundation for establishing a society based on democratic values, social justice, 3.1.c Co-operative government and fundamental human rights.
We embrace and uphold the Bill of Rights, the As part of the three arms of government, cornerstone of democracy in South Africa Parliament is committed to co-operate with which enshrines the rights of all people the other arms of government to provide in our country and afﬁ rms the democratic effective, transparent, accountable and values of human dignity, equality and coherent government for the Republic as freedom.

a whole.
a whole.

We preserve the peace, national unity and indivisibility of the Republic, and We respect, protect, promote and fulﬁ l secure the wellbeing of the people of South the rights enshrined in the Bill of Rights, Africa.
We are loyal to the Constitution, where everyone is equal before the law, the Republic and its people, and respect has inherent dignity and the right to have the constitutional status, institutions, their dignity respected and protected; powers and functions of government in where everyone has the right to life, other spheres.
We are committed to not freedom and security, and where no one assume any power or function except those may be subjected to slavery, servitude or conferred on Parliament in terms of the forced labour; where everyone has the Constitution, and to exercise our powers and right to privacy, freedom of conscience, perform our duties in a manner that does religion, thought, belief and opinion; not encroach on the geographical, functional where everyone has the right to freedom or institutional integrity of government of expression, the right to assemble and in another sphere.
We co-operate with demonstrate, and freedom of association.

other government arms and spheres in 3.1.b People-centredness Secondly, we honour and respect the mutual trust and good faith by fostering friendly relations, assisting and supporting one another, informing one another of, and consulting one another on matters people of South Africa, believing that South of common interest.

We co-ordinate our Africa belongs to all who live in it, united actions with one another, adhere to agreed in our diversity.
We believe in building procedures, and avoid legal proceedings our democratic and open society in which against one another.

government is based on the will of the people, aimed at improving the quality of STRATEGIC PLAN FOR THIRD PARLIAMENT 49 3.1.d Professionalism and good institutional governance 3.2 POLICIES Parliament as an institution is committed and regulate the daily implementation of to being a professional organisation which services and projects.
These cover: The parliamentary policies seek to guide subscribes to good governance.

We are committed to being accountable and • Policy on Code of Ethics and Conduct for transparent, providing value for money, Managers and Designated Employees and being customer-focused.
We commit • Policy on Acceptance of Gifts and ourselves to a good work ethic and strive Beneﬁ ts for the highest service quality, including the • Policy on Career Management following: • Policy on Cell Phones • Policy on Donor Funding • Subscribing to a high standard of • Policy on Employee Conduct professional ethics.

• Policy on HIV & AIDS • The efﬁ cient, economical and effective • Policy on International Participation by use of resources.

Employees • Being developmental-orientated.


• Policy on Leave of Absence • Providing services in an impartial, fair, • Policy on Library Collection and equitable manner.

Development • Responding to the needs of the people, • Policy on Parliamentary Records and encouraging the public to participate • Policy on Performance Management in policy-making.

• Policy on Promotions • Having accountable administration of • Policy on Recruitment and Selection Parliament.
• Policy on Sexual Harassment • Ensuring transparency by providing the • Policy on Smoking public with timely, accessible and • Policy on Succession Planning accurate information.

• Policy on Learning and Development • Providing good human resource • Policy on Travel, Accommodation and management and career-development S&T practices to maximize human potential.
• Broadly representative public administration with employment and management practices based on ability, objectivity, fairness, and the need to address the imbalances of the past.

50 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY 3.3 ORGANISATIONAL DESIGN The organisational structure is designed 3.5 PERFORMANCE MANAGEMENT to ensure proper operational and The performance management system is administrative management of Parliament.
part of the strategic management processes The structure is based on commonality of planning, budgeting, performance of functions with a view to preventing management and reporting.

unnecessary duplication.

The structure is subdivided into Divisions, Sections, Units The main objectives of performance and Ofﬁ ces.
The main components include management are evaluative and Ofﬁ ce of the Secretary to Parliament, developmental in nature: evaluation of National Assembly Division, National performance to ensure achievement of Council of Provinces Division, Legislation performance objectives, and identiﬁ cation and Oversight Division, Corporate Services of gaps in performance and development Division, and Institutional Support Division.
of initiatives to address these gaps through As the institution moves from being function relevant human resource development driven to becoming more process driven, initiatives.

The assessment of managerial this current structure might need to be competencies is a key component of the reviewed.

performance system.
performance system.

3.4 HUMAN RESOURCES The key processes of performance planning, contracting, review and assessment will be The staff establishment consists of 1182 strengthened by empowering managers staff as of 31 March 2008.

In terms of the with appropriate people management occupational levels, the establishment competencies following the competence consists of: proﬁ ling and assessment process.
TOTAL NUMBER OF STAFF PER OCCUPATIONAL LEVEL Occupational Levels Male Female African Coloured Indian White African Coloured Indian White Top management Senior management 1 6 Profesionals, specialists & 42 mid-management 1 2 5 Skilled, junior mgmt, 123 42 supervisors Semiskilled & discretion- 63 ary decision-making Unskilled and deﬁ ned 6 decision-making Total 241 181 23 60 322 273 11 Total 2008 2 12 123 0 0 8 38 455 7 392 18 71 198 1182 STRATEGIC PLAN FOR THIRD PARLIAMENT 51 3.6 ORGANISATIONAL STRUCTURE & ’ 52 STRATEGIC PLAN FOR THIRD PARLIAMENT , g n i t n i r P , y r t s i g e R l a p i c i n u M & e
& & y t e f a S t n e m p o l e v e D & g n n r a e L i t n e m p o l e v e D & & : & h c r a e s e R t i n U e c i t c a r P CHAPTER 3: DELIVERING THE STRATEGY 3.7 BUDGET OF PARLIAMENT (EXPENDITURE ESTIMATES) The aim of the Budget Vote is to provide the support • Legislation and Oversight fulﬁ ls Parliament’s services required by Parliament to fulﬁ l its constitutional functions, to assist political parties represented in Parliament to secure administrative support and service constituents, and to provide Members of Parliament with the necessary facilities.
Parliament’s budget is divided into ﬁ ve programmes: Administration, Legislation and Oversight, Public and International Participation, Members’ Facilities and Associated Services.

• Administration provides strategic leadership, institutional policy, overall management, administration and corporate services to the executive, management and staff of Parliament.

legislative and oversight functions and provides procedural services to enable the institution to function smoothly.
• Public and International Participation fulﬁ ls Parliament’s public participation and international participation role and provides support to undertake such activities.

• Members’ Facilities provides telephone, travel and other facilities to Members of Parliament and funds medical aid contributions and travel facilities for certain former members.

• Associated Services provides ﬁ nancial support to political parties represented in Parliament.
Parliament upholds our citizens’ political rights, the basic values and principles governing public administration, and oversees the implementation of constutional imperatives.

STRATEGIC PLAN FOR THIRD PARLIAMENT 53 Expenditure estimates Expenditure trends Expenditure increased from R498.9 million in 2004/05 to R835.7 million in 2007/08, at an average annual rate of 18.8 per cent, driven by the implementation of the vision adopted by Parliament during 2004/05.
Various projects were implemented as strategic interventions to ensure that the strategic objectives are achieved.

Transfer payments to political parties as per section 57 of the Constitution also had an impact on the increase in expenditure.
54 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Total expenditure increased by 25.3 per cent between 2005/06 and 2006/07, due mainly to the increase in spending by Administration for the implementation of Parliament’s Master Systems Plan and improved capacity, and also because of the increase in spending by Public and International Participation for costs related to international events and visits such as the Observer Commission to the Democratic Republic of Congo and the 20th plenary of the SADC Parliamentary Forum.
The budget grows steadily over the medium term at an average annual rate of 6.7 per cent, mainly for additional capacity in terms of the oversight functions of committees (researchers and content specialists) and for the international participation models being developed and implemented.
Parliament received additional funds of R21.6 million in 2008/09, R27.1 million in 2009/10 and R30.5 million in 2010/11 to cater for increases in the compensation of employees and other inﬂ ationary adjustments to costs related to different projects.
BUDGET OF PARLIAMENT 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Associated Services (22%) Direct Charge (22%) Administration (19%) Members’ Facilities (16%) Legislation and Oversight (15%) Public and International Participation (6%) 16% 6% 22% 22% 15% 19% STRATEGIC PLAN FOR THIRD PARLIAMENT 55 300000 250000 200000 R E B M U N 150000 100000 50000 0 3.8 PROGRAMME 1: ADMINISTRATION Administration provides administrative services to the executive, management and staff of Parliament to support strategic leadership, institutional policy and overall management.
It carries out its functions through ﬁ ve subprogrammes, whose activities include human resources, ICT services and general administrative and support services.

Expenditure estimates 56 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure grew slowly, at an average annual rate of 2.4 per cent between 2004/05 and 2007/08, peaking in 2006/07 in the Ofﬁ ce of the Secretary, under goods and services.
This is due to the implementation of Parliament’s Master Systems Plan, including the introduction of the Oracle enterprise resource planning system, a system to manage travel arrangements, and a content management application that provides for the centralised electronic management of all documents and records and will automate all core business processes.
Over the medium term, the budget grows at an average annual rate of 8.7 per cent due to the restructuring of support services, in line with Parliament’s strategic focus on upgrading committee rooms with technology and new audiovisual systems.
PROGRAMME 1: ADMINISTRATION R E B M U N 300000 250000 200000 150000 100000 50000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total Ofﬁ ce of the Secretary Institutional Support Corporate Services Ofﬁ ce of the Speaker Ofﬁ ce of the Chairperson STRATEGIC PLAN FOR THIRD PARLIAMENT 57 3.9 PROGRAMME 2: LEGISLATION AND OVERSIGHT Legislation and Oversight provides procedural, administrative, language and information services for Parliament to fulﬁ l its legislative and oversight functions.
There are three subprogrammes: National Assembly provides procedural advice and guidance for the National Assembly proceedings.

National Council of Provinces provides procedural advice and guidance for the National Council of Provinces proceedings.

Legislation and Oversight provides procedural advice, research services and administrative services for committee proceedings.
Expenditure estimates 58 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Between 2004/05 and 2007/08, expenditure increased from R98.8 million in 2004/05 to R165 million in 2007/08, at an average annual rate of 18.6 per cent due to the Taking Parliament to the People programme (implemented by the National Council of Provinces), additional oversight capacity, and implementing the initial phase of the language project.
The highest increase is seen in 2005/06 in the Legislation and Oversight subprogramme under goods and services and payments of capital assets, mainly for strengthening committees.

Over the medium term, the budget grows at an average annual rate of 6.5 per cent due to further improvements to the capacity of committees, especially in the area of research and content specialists.
PROGRAMME 2: LEGISLATION AND OVERSIGHT 150000 120000 90000 R E B M U N 60000 30000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Legislation and Oversight National Assembly National Council of Provinces Measurable Objectives: • Strengthen the oversight function of Parliament by: – employing an additional 29 researchers, 6 support staff and 30 content specialists for committees by March 2009.

– developing an oversight model for Parliament and a best practice guide by December 2008.
• Develop oversight skills of members by maintaining the leadership development programme for 25 per cent of members a year.

STRATEGIC PLAN FOR THIRD PARLIAMENT 59 3.10 PROGRAMME 3: PUBLIC AND INTERNATIONAL PARTICIPATION Public and International Participation provides the services required by Parliament to fulﬁ l its public participation and international participation functions.
There are two subprogrammes: Public Affairs provides education and information, public relations, media relations and events management.

International Relations provides protocol services, administration for bilateral and multilateral meetings, and services for ofﬁ cial visits.
Expenditure estimates 60 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure increased from R38.6 million in 2004/05 to R60.9 million in 2007/08, at an average annual rate of 16.4 per cent.
The most signiﬁ cant increase was in 2006/07 in Public Affairs (which will be Parliamentary Communication Services in future) under goods and services due to participation in forums such as the Commonwealth Parliamentary Association, the Inter- Parliamentary Union and the African Caribbean Paciﬁ c-European Union.

Over the medium term, the budget increases at an average annual rate of 5.7 per cent.
Increases in compensation of employees over the full period under review are due to increased capacity in the areas of media and public relations and events management aligned to the Parliamentary Communication Services.

Increases in goods and services are costs related to the hosting of different events, including international events and the participation in international forums.
PROGRAMME 3: PUBLIC AND INTERNATIONAL PARTICIPATION R E B M U N 60000 50000 40000 30000 20000 10000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Public Affairs International Relations Measurable Objectives: • Improve communication about Parliament by restructuring the Public Affairs subprogramme into the Parliamentary Communication Services subprogramme by December 2008.
• Integrate multilingual communication by implementing the language policy project to use all ofﬁ cial languages in parliamentary processes by December 2009.

• Deepen democracy and respond to the needs of the citizenry by establishing 5 additional parliamentary democracy ofﬁ ces.

• • Increase access to and involvement in parliamentary processes by establishing a call centre by March 2009.
Increase public participation by conducting a People’s Assembly annually and the Taking Parliament to the People programmes twice a year.

STRATEGIC PLAN FOR THIRD PARLIAMENT 61 3.11 PROGRAMME 4: MEMBERS’ FACILITIES Members’ Facilities provides telephone, travel and other logistical facilities for members, and also funds the medical aid contributions and travel facilities of former members.
There are two subprogrammes: National Assembly Members’ Facilities provides facilities for members of the National Assembly.

National Council of Provinces Members’ Facilities provides facilities for members of the National Council of Provinces.
Expenditure estimates 62 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure increased from R109.7 million in 2004/05 to R173.4 million in 2007/08, at an average annual rate of 16.5 per cent, due to the increase in constituency allowances, with the highest increase of 28.9 per cent occurring in 2007/08.

The budget stabilises over the medium term, growing at an average annual rate of 5.5 per cent.
PROGRAMME 4: MEMBERS’ FACILITIES 200000 150000 R E B M U N 100000 50000 0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 National Assembly National Council of Provinces Parliament represents the people and ensures government by the people under the Constitution.

STRATEGIC PLAN FOR THIRD PARLIAMENT 63 3.12 PROGRAMME 5: ASSOCIATED SERVICES Associated Services provides ﬁ nancial support to the political parties represented in Parliament.
There are three subprogrammes: Political Party Support provides ﬁ nancial support to the political parties represented in Parliament.

Constituency Support provides ﬁ nancial support to the constituency ofﬁ ces of the political parties represented in Parliament.

Party Leadership Support provides ﬁ nancial support to the leaders of political parties represented in Parliament.
Expenditure estimates 64 STRATEGIC PLAN FOR THIRD PARLIAMENT 2500000 200000 150000 R E B M U N 100000 50000 0 CHAPTER 3: DELIVERING THE STRATEGY Expenditure trends Expenditure over the period under review is dominated by transfer payments to political parties required by the Constitution and in alignment with the policy of Parliament.
Between 2004/05 and 2007/08, expenditure grew from R73.7 million to R245.4 million at an average annual rate of 49.3 per cent due to the increase in constituency allowances, leadership support and administrative support allowances, with the highest amount being R188 million in 2007/08.

The budget grows steadily over the medium term, at an average annual rate of 6.3 per cent.
PROGRAMME 5: ASSOCIATED SERVICES 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Constituency Support Political Party Support Party Leadership Support Establishing a society based on democratic values, social justice and fundamental human rights.

STRATEGIC PLAN FOR THIRD PARLIAMENT 65 • Strategic Plan.

Parliament adopted a new vision on 22 February 2005, and subsequently tabled its ﬁ rst Strategic Plan in June 2005.
Apart from providing the strategic intent for Parliament, the Strategic Plan also consolidated the main business areas of Parliament into its Core Objectives.

The Strategic Plan now incudes the outputs and measurable objectives of Parliament • Budget Vote.

As part of the Estimates of National Expenditure (ENE), Parliament has co-operated with the National Treasury since 2001 to restructure its budget programmes in accordance to its main business.
As part of this phase-in approach, certain elements will be introduced in the immediate future, including result indicators and key performance indicators for Parliament.

• Annual Report.

Parliament tabled its ﬁ rst Annual Report, including ﬁ nancial statements, in August 2001.

Since then Parliament tabled Annual Reports for ﬁ nancial years 01/02, 02/03, 03/04, 04/05, 05/06 and 06/07.

The Annual Report reﬂ ects Parliament’s account of its voted funds as applied in implementing its strategic intent.
The Internal Audit Ofﬁ ce is responsible for the internal audit function of Parliament, facilitates the external audit by the Ofﬁ ce of the Auditor-General and monitors the fraud prevention plan.

3.13 FINANCIAL MANAGEMENT OF PARLIAMENT At present, the ﬁ nancial administration of Parliament is regulated by provisions in various Acts.

Parliament’s ﬁ nancial management is regulated by section 31 of the now repealed Powers and Privileges of Parliament Act.
Section 1 remains operative by virtue of transitional provisions in the Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act, 2004.

The Treasury Regulations, in terms of the Public Finance Management Act (PFMA), do not include Parliament.

Section 216 of the Constitution requires Parliament to establish uniform Treasury norms and standards for all spheres of government.
In compliance with this section, the PFMA deals with the ﬁ nancial management of the national and provincial spheres of government (mainly the executive branch), and the Municipal Finance Management Act does likewise in relation to local government.
There is no comprehensive legislation which deals with the ﬁ nancial management of Parliament (although the provisions of the Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act, the Exchequer Act and the PFMA apply to various degrees) and Provincial Legislatures.

A draft Financial Management of Parliament Bill is in progress to regulate ﬁ nancial management in the legislative sector.
This will be in line with Parliament’s constitutionally based power to determine and control its internal arrangements.

Since 2001 Parliament has adopted the national framework and started to phase in key instruments such as tabling a Strategic Plan, Budget Vote, and Annual Report.

66 STRATEGIC PLAN FOR THIRD PARLIAMENT CHAPTER 3: DELIVERING THE STRATEGY STRATEGIC PLAN FOR THIRD PARLIAMENT 67 68 STRATEGIC PLAN FOR THIRD PARLIAMENT